The Australian Mortgage Report 2014 The digital & data revolution

Transcription

1 The Australian Mortgage Report 2014 The digital & data revolution 9th Deloitte Australian Mortgage Report

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3 Deloitte Australian Mortgage Report 2014 The digital & data revolution The $1.3 trillion Australian mortgage market is on the cusp of exciting change led by a digital and data revolution. In this report, the Deloitte Australian Residential Lending Industry Roundtable considered current trends in home loans, and in particular, looked forward to the driving forces of change over the next three years to The roundtable (comprising representatives of Australia s major, non-major and non-bank lenders together with the heads of mortgage broker groups), discussed the nature of the Australian mortgage marketplace and the impact of the impending consumer-led digital revolution on mortgages. It explored the structural challenges which the Financial Systems Inquiry has the opportunity to address, such as the nexus between mortgages and superannuation, and the influence of funding and regulation on competition and innovation in the mortgage marketplace. How do we get the balance of these challenges right going forward? Our panel of industry experts have contributed to this document and their perspectives are detailed across five main topic areas. We trust you will find the Australian Mortgage Report 2014 both informative and thought provoking. Deloitte looks forward to discussing this research with you as we work together to leverage the opportunities in James Hickey Banking Partner Deloitte Graham Mott Banking Partner Deloitte The Australian Mortgage Report

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5 Contents 6 Executive summary 9 Deloitte Australian Mortgage Report 2014 Roundtable 10 Innovation 14 Customer enablement a win:win 19 Competition 21 First home buyers 27 Funding trends Is the tide finally turning? 31 Technology and data 35 The path to omni-channel growth 37 Structural improvements 41 Broker channel 46 Contacts The Australian Mortgage Report

6 Executive summary As the mortgage lending market surges into 2014, it is clear that the year ahead will be different from what we have experienced since the onset of the Global Financial Crisis. Deloitte Banking Partner James Hickey considers how the pace of change will continue as lenders seek to adapt to the challenges and opportunities through to % 60% 50% Total lending growth Settlements The here and now: 2014 The news in 2014 is that mortgage settlement growth is back and competition will intensify. With confidence amongst borrowers high, investors coming back into the market, and funding pressures eased, major banks, non-major banks, and the returning non-bank lenders are all out for a slice of the market. The tailwinds of growth were evident as 2013 came to a close, with settlement growth of 20% driving a record number of housing commitment applications across the market. %p.a.growth 40% 30% 20% 10% 0% -10% This resulted in settlements on a monthly basis exceeding $28 billion across Australia. This is the highest single month of settlements on record, and a clear jump since the onset of the GFC which had monthly figures struggling to reach $20 billion. -20% -30% -40% Dec-00 Jun-01 Dec-01 Jun-02 Dec-02 Jun-03 Dec-03 Jun-04 Dec-04 Jun-05 Dec-05 Jun-06 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Figure 1: Source: ABS, Deloitte Actuaries & Consultants 2014 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 While growth in settlements measures the rate of new flow in the market, the overall total mortgage market of outstanding loans was more subdued. That is, the $1.3 trillion total market for outstanding loans had only modest growth of 5% throughout This has a number of consequences on the dynamics in the market. 1,600 1,400 1,200 Lending Settlements It implies the majority of new settlements coming into the market are from existing borrowers (owner occupiers and investors). It is not reflecting first home buyers coming into the market. Total Loans ($bn) 1, Jun-00 Dec-00 Jun-01 Dec-01 Jun-02 Dec-02 Jun-03 Dec-03 Jun-04 Dec-04 Jun-05 Dec-05 Jun-06 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Nov-13 Dec Settlements ($bn) Given their weighting to the overall system, the major banks are facing the pressure of their portfolios only growing at 5%, but having to compete for new settlements with increased discounts and commission bonuses to brokers. This will continue to place pressure on interest margins for the major banks. Figure 2: Source: ABS, Deloitte Actuaries & Consultants 2014 Non-major lenders, and non-bank lenders that have access to funding, will be able to compete more aggressively with major banks to gain market share in

7 Borrower profiles of settlements in the market. Established owner-occupier (ex-fin) Established Investors New owner-occupier New investor Housing finance in $ billions While the Inquiry will explore many areas of financial services, those with particular importance to the mortgage sector will be: Integration: How the superannuation system and the mortgage lending sector can better integrate and support each other. These are the two largest engines in Australian financial services, with superannuation, a $1.5 trillion sector, and mortgage lending, a $1.3 trillion sector. This opportunity for greater interaction needs to be explored at both a macro (system wide) and micro (individual household) level Years: 1995 to 2013 Figure 3: Source: ABS, Deloitte Actuaries & Consultants Figure 3 highlights the borrower profile of settlements in the marketplace. As can be seen most of the growth in settlement volume through 2013 was driven by existing owner-occupiers and existing-investors, at the expense of first home buyers. The pathway to 2017 The market we are facing in 2014 in many ways highlights the long term structural challenge of mortgages in Australia how to produce better equity in the system across existing and new borrowers, and across major and non-major lenders. Two important factors will influence mortgages over the foreseeable future: one market and policy led, the other consumer led. 1. The Financial System Inquiry: this has the opportunity to define and improve the structural makeup of the mortgage lending market. It will need to consider the balance that is desired between competition and regulatory stability, how best to encourage innovation while still protecting consumers, and how to ensure Australia uses the advantages it has to support its mortgage lending market especially the superannuation system s interaction with mortgage funding. Housing affordability: it remains a challenge for first home buyers to enter the market. At the other end of the age spectrum, there is a growing longevity challenge with many retirees living the traditional asset rich, cash poor lifestyle, and having little incentive (in many cases disincentives) to downsize from the family home. The Inquiry represents an opportunity to consider the longer term balance of demand and supply of property, and its facilitation through a generational shift Regulation (and competition): especially the level playing field, or potential lack thereof, which regulation in the mortgage sector can create. Our regulatory framework undoubtedly assisted in the stability of our system during the GFC, however at what pace does it need to evolve and for which lenders is the cost more pronounced (and the impact on competition). All need to be addressed Competition and technology: future new competitors in the mortgage lending market will likely leverage significantly from technology-led innovations. How such forms of competition can emerge and the framework to support this market-led evolution should be an important agenda item for the Inquiry. The Australian Mortgage Report

8 2. The Digital and Data Revolution: there is already a digital and technology revolution in payments and real time customer access in the banking sector. It will not be long before such customer-led digital needs have a pronounced impact on the way mortgages are offered in Australia. The challenge for lenders is interpreting what digital means for customers when it comes to mortgages. Is it front end access and querying? Is it online lodgements and end-to-end fulfilment of the mortgage? Is it tablet and mobile enabled real time account flexibility or any other myriad of consumer mortgage needs? And from a lender s perspective, is digital only about dealing with the customer? Or is it equally about digitising back office functions and processes to improve efficiencies? One thing is clear, digital and data will be the main game for mortgages over the next three years. For lenders, brokers and consumers, the digital and data revolution will produce significant change in how we think of the traditional mortgage in the future Together with digital, the capture and access of data through all forms of interaction a customer has with vendors, is rapidly growing. However, having access to the data, and being able to use the data in ways which the customer values, are two different propositions. Those lenders and brokers that can successfully marry data capture, with proactive and valuable interactions with customers, will surge ahead. Customers expect digital, and they also expect that our banks know us and our preferences. While the mortgage origination process is seeing some of the pieces come together for data and digital, with positive credit scoring and electronic conveyancing taking shape in 2014, this is but the tip of the iceberg for data and digital. The big banks have a clear advantage at this point. They have the depth of customer data, and they have the investment spend for digital innovation. Others will have to make smart choices about how to position themselves to be ready for the future opportunities. 8

9 Deloitte Australian Mortgage Report 2014 Roundtable Deloitte Australian Mortgage Report 2014 roundtable attendees The Australian lending roundtable was chaired by Deloitte Financial Services partners James Hickey and Graham Mott Industry attendees were: Back/middle row from the left: Deloitte: Graham Mott, Partner Financial Services Macquarie Bank: Frank Ganis, Head of Intermediary Banking Deloitte: James Hickey, Partner Financial Services Deloitte Digital: Katherine Milesi, Partner CBA: Clive Van Horen, Head of Mortgages Deloitte: Chris Wilson, Partner Financial Services UBank: Rob Plow, Director Operations Mortgage Choice: Michael Russell, CEO ANZ: Brad Gravell, General Manager Mortgages & Deposits Citi: Vibha Coburn, Managing Director Retail Distribution Front row from the left: Yellow Brick Road: Matt Lawler, CEO Pepper Group: Patrick Tuttle Co-Group, CEO Deloitte: Louise Denver, Corporate Affairs & Communications Nab Broker: Steve Kane, General Manager ING Direct: Lisa Claes, Executive Director Distribution. The $1.3 trillion mortgage market in Australia will remain key to delivering earnings performance for most lenders The Australian Mortgage Report

10 Innovation In this section the roundtable discussed how Australia s mortgage market is innovative compared with the rest of the world. While we often look offshore, there is much that is best of breed globally right here in Australia. Compared to the US, Australia is very innovative. The US regulators are quite fascinated by our market, our combination of product types and the flexibility we offer to our customers. 70% 60% 64% 50% 40% 36% 30% Vibha Coburn (Citi) 20% 10% 0% Yes No Figure 4: Source: Deloitte Actuaries & Consultants 2014 Is Australia innovative in mortgages compared to the global market? James Hickey (Deloitte) The majority of you felt that Australia was innovative when it comes to mortgages compared with the global market. What aspects do you consider lead Australia to being innovative in mortgages? Vibha Coburn (Citi) My experience is mostly in Asia and Australia, with some view of the US market. Because the mortgage market is such an important asset pool in Australia in terms of worth currently at around $1.3 trillion we just have had to be creative about it. Innovations like the line of credit which Australian lenders offered years ago and the mortgage redraw function are examples of what we consider as standard features. You don t get that in the US and you definitely don t get that in Asia. Frank Ganis (Macquarie) Our products are innovative in Australia because of competition and the way our banks have developed the market over the years. When you look at markets in North America, funding of mortgages may be assisted by government initiatives. For example, the two largest US mortgage funders, Fannie Mae and Freddie Mac, were previously predominantly government owned, and the Canadian market is supported by governmentowned and sponsored participants. Australia on the other hand is essentially market-driven, competitive and, as a result, innovative. We have looked at exporting this innovative and competitive culture overseas, but in reality it is challenging to influence or change longstanding cultural behaviour of distributors and borrowers in different jurisdictions. Matt Lawler (Yellow Brick Road) Innovation is a dichotomy. It suggests that you are edgy. In a way, Australian innovation has been smart innovation. But a lot of other countries, particularly North America, went right to the edge. They were so edgy, they tipped over. Australia on the other hand is very innovative in a conservative or risk-based way, which is why we didn t have the problems of some of the other countries during the GFC. 10

11 James Hickey (Deloitte) Pat, Pepper Home Loans has been expanding and taking Australian innovation offshore. Is Australia s mortgage landscape more favourably positioned for innovation that others overseas that you have been seeing? Patrick Tuttle (Pepper) Australia is by definition both unique and a more innovative specialist mortgage market than the rest of the world. The specialist market began in the UK in the late 90s. However post crisis, all of the UK s innovative mortgage providers, specialist and non-conforming lenders have been effectively wiped out. almost all products and services, mortgages included. Understanding where and how will be both the challenge and opportunity for the market. Brad Gravell (ANZ) I chose better digital access and enablement as a key area for improvement. I have an eight year old and watching him play online games with his cousins, seeing their digital dexterity, shows me that whether in five, ten or fifteen years from now, the view that mortgages are complex and need to be dealt with by people rather than online, won t hold true for too much longer. Two answers selected The only area of specialism in the UK mortgage market now is around Buy-to-Let lending. In terms of innovation around credit underwriting here, we are in a unique position. I think the loan and credit features that Australia takes for granted on a standard residential mortgage are much broader than in Europe. From a consumer perspective, where is improvement most required in mortgages? James Hickey (Deloitte) A number of you, as heads of mortgage lending and broker groups, will be charged with this very task. Consumers are increasingly demanding more from Whether assisted self-serve, or complete self-serve, the evolution of the digital world will be one of the primary forces in our business. If we don t keep up, we will be left behind. Clive Van Horen (CBA) I absolutely agree. If I had only one vote it would have been for digital. And if there had been another vote that wasn t there, it would be for simplicity; simplicity in the process and enabling that for the customer. The whole digital trend is huge. It s not just the demographics of young people who are using digital - but it is people across the demographic spectrum. In our research, statistics are that more than 90% of people start the process of researching to buy a property, online. Consumers are doing it online already whether we like it or not. Making the process simpler end-to-end for them, I think that s where the game is. 4 3 James Hickey (Deloitte) What key impediments are there in meeting the digital needs of consumers in the mortgage sector? 2 1 A B C D E 0 A - Increasing first home buyer accessibility B - Better digital access and enablement C - Greater flexibility of repayment options D - Portability across lenders E - Integrating with broader wealth and advice Figure 5: Source: Deloitte Actuaries & Consultants 2014 Clive Van Horen (CBA) The challenge is very different for all the different businesses represented around this table. From the broking side, the challenge is how do you embrace this digital world when you still have a very strong face-to-face proposition that is a key part of what a broker offers? Similarly in the bank s own proprietary channels how do you embrace digital along the way? I don t think there is any structural impediment. It s an investment challenge. The Australian Mortgage Report

12 To your point Clive a customer needs simplicity at all stages at the research, purchase, post-purchase and service lifecycle stages. But from a corporate point of view, it s not so simple, because digital is not just a website accessed from a laptop. Mobile has exploded. Clive Van Horen (CBA) I think it s a huge challenge. And I don t say for one second that we ve got it right. One of the big challenges we see is cross-channel integration. Customers are Katherine Milesi (Deloitte) and Clive Van Horen (CBA) Lisa Claes (ING Direct) If I may be controversial about it, I think one of the impediments is complacency. The industry hasn t needed to embrace digital because of fat margins and credit growth. It is the lean cost model that drives digital innovation. Vibha Coburn (Citi) I like the idea of assisted. People are searching online to understand all the features offered by various providers. They now come in armed with considered queries, this includes first home buyers. Our clients are more knowledgeable now than they were five to ten years ago. I think consumers will lean more and more towards assisted purchase and assisted home loans in the coming years. Katherine Milesi (Deloitte) This is an important point. If you look at our retail industry, it was complacent for far too long. We now have international retailers coming in with combinations of online and bricks and mortar stores. Our retailers are struggling and it s not just a retail downturn that they are suffering from. It was their lack of vision five years ago to realise that digital would be so important. There are 23 million Australians, and we have 32 million mobile devices, which will grow to 100 million in five years time. So digital is not just about laptop, it s about mobile smartphones, tablets and phablets as well as social media going to do what they want to do; whether they start with a broker or online, or in a branch or a call centre. We have lots of channels. It is how we integrate all those channels and make it easy for customers to navigate their way across them. That s the organisational challenge. It is really hard to do and becomes an execution challenge. Michael Russell (Mortgage Choice) When using the term digital, we need to be very specific regarding its context. This is because in my view it is often misused when talking about mortgage fulfilment. To this end, we are many years away from being able to even conceive of end-to-end digital fulfilment. Online lodgement to approval is still not delivering the sort of immediate conditional approvals we had all hoped it would. The lenders in the room know that this percentage remains very low when considering the millions of dollars we have all invested in our digital technologies. 12

13 Vibha Coburn (Citi) The question of digital fulfilment and online sales looks at mortgages from the industry s perspective. However, if the question was Does the consumer want this? then the answer appears to be Yes. From the industry s perspective, the delivery challenge exists in terms of simplicity of process and that s something that will continue to evolve with technology. Rob Plow (UBank) We need to be careful when we talk about the mortgage market as one market. It is in fact a number of different markets based on the customer s prior experience and confidence. Each will have different digital needs, from research to complete self-service. As an industry we need to respond to what the consumer wants. Katherine Milesi (Deloitte) If we look at the large retailers, some CEOs may say that only 3% of their sales go through the online channel therefore it can t be that important. But in fact 80% of apparel sales are influenced by digital. So it s not just the fulfilment, it s the research that informs the purchase and encourages a customer to go into a store. This is influenced heavily by digital and social marketing. Lisa Claes (ING Direct) Better digital enablement is about integrating digital into the value proposition. The research is potent when it comes to onboarding in financial services. At the front end it s about integrating digital and third party. No-one loves third party more than I do! We get lots of requests from brokers as to how to present digitally in a better way. So the online and brokers do and can co-exist quite nicely together. But equally when I think about digital, I think about digitising operations in the back office. This is where the huge game is for lenders. Michael Russell (Mortgage Choice) We would love to give our clients a better experience lodging online. But the percentage of lodgement to conditional approval is still not giving them that great experience. It remains a big challenge. When I think about digital, I think about digitising operations in the back office. This is where the huge game is for lenders Lisa Claes ING Rob Plow (UBank) Investors As an example, if you have investors with five or six investment properties, they know the mortgage borrowing process and requirements. Therefore they are focussed on price, as that is what maximises their gains. First home buyers First Home Buyers, on the other hand, don t know the process and will also have a significant emotional attachment to the property they want their fear is of losing out on the purchase. The digital experience may not be able to satisfy their requirements they want more hand-holding and assurance during the process. Therefore from a business perspective we need to understand: Which customer segment is best suited to deliver? How well can we service that market? What is the consumer expectation? and Can we deliver to that expectation? Due to these diverse needs of the customers it is not possible for a one fit solution trying to be everything to everybody is never going to work The Australian Mortgage Report

14 Customer enablement a win:win Deloitte Partner Arturo Mauleon considers how innovations in digital and data will allow banks to better interact with their mortgage customers while delivering operational efficiencies and assisting lenders to better manage risk and decision making. Enable the customer Know your customer: By understanding who the customer is not just their financial requirements as a First Home Buyer, refinancer or an investor but their preferences and profiles, the mortgage sector can better enable the customer. Advances in analytics are helping the sector create innovative and detailed personas and profiles, which help to drive personalisation. Digital identities: Social information from sites like Facebook and Linked In can be used to develop a profile and inform a persona. Is the archetype a risk taker for instance? What are their preferences, their experiences, and interests? Facilitate customer interactions: Innovative analytics will make the difference between merely capturing data and understanding it. For instance, geospatial mapping currently used to good effect in the insurance and wealth sectors can deliver more enriched information to build a better picture of the customer. Such mapping also means it will be possible to build a series of personas from similar geographies with similar lifestyles that can inform the bank and enable the customer to select the persona that best reflects them. Build out the mobile channels: Banks both domestically and globally are rapidly exploring how they can better enable the customer experience through mobile technologies. There are mortgage calculators that leverage touch screen and sliders to enable the customer to get information when and how they want it. You can make it easier for customers in an advice-led model when you enable the experience across all the technologies that customers expect to use. Understand moments that matter: To create a personalised experience it is important to know, for instance, which customers require more handholding and when to do that. By being cognisant of what matters to the customer, you can leverage the digital process, and when required, engage other channels so customers can easily select what s right for them. Even the emergence of wearable devices may in time present opportunities to better understand these moments that matter. Enable the lender It is a Win-Win: Customer experience and efficiency are no longer at odds. Innovations in technology are helping banks drive improvements in customer experience and enabling them to achieve substantial benefits from improved conversion, ability to cross sell and lower cost to serve. Leveraging co-design is allowing banks to trial and iterate offerings quickly, reducing the cost of failed innovations and increasing the likelihood that customers will adopt and engage with the bank. Smart compliance and security: New technologies are helping banks reduce operational and compliance costs whilst enabling a straight through process. In the originations process for example, banks are now able to electronically tap government data sources to verify customers, upload electronic capture of documents, and leverage unstructured data, allowing banks to further automate the process reducing manual intervention and costs. Importantly, this shift is enabling banks to free banker s time away from administrative and transactional tasks, and redirect it towards the customer and value-added advice. 14

15 Better decision making: Analytics and visualisation tools are enabling shifts in the use of data to facilitate proactive and accurate decision making. In addition, analytics coupled with Digital Identities provide the next frontier of information that a financial institution can leverage, with some banks already exploring how they can be used as part of the credit decisioning process and reducing the risk profile of the bank. This can also be used to help identify and reduce fraud. Social business: At several banks, marketing and public relations have established listening posts to track consumer sentiment in the social sphere. And customer contact centres are moving beyond passive monitoring of social channels to actively engage with personalised outreach, promotions, and product support. This is enabling banks to quickly refine their product, service, and experience. Integrated organisation: Sales and customer service divisions are already integrating customer contacts across channels, and connecting with product development, service and fulfilment teams. Technology is enabling channels to come together enabling a more integrated and seamless experience for the customer. While this is progress, it is only the beginning of what is possible The Australian Mortgage Report

16 Innovation (Cont.) From a lender s perspective, where is most innovation required in mortgages? James Hickey (Deloitte) How do lenders, many of which are multi-service organisations, innovate and meet the needs of consumers within the institutional frameworks of such organisations? Two answers selected Matt Lawler (Yellow Brick Road) A B C D E So I think the objective of assisting the customer to be financially organised leads to innovation that starts with advice 0 A - Origination processes C - Redesigning the traditional P&I product E - Leveraging big data B - Digital mortgage offering D - Bundling with superannuation and other wealth accounts 1. Aggregation of information: Customers need innovation first and foremost around the aggregation of their information across all of their financial services products. This in itself requires continuous innovation in the background. Figure 6: Source: Deloitte Actuaries & Consultants 2014 Matt Lawler (Yellow Brick Road) I think the trend in the market, and in financial services as an industry, is actually the aggregation of many singular and historically separate industries. It used to be banking, insurance, funds management, and superannuation. Now they have all come together as one industry and are seen as financial services. Aggregation and the world through the customers eyes The more we look through the customers eyes, the more we know it is the customer s needs we are serving. If we approach customers from several different perspectives, they are actually more financially disorganised than they were before they saw us! So all of a sudden you have this intersection of different industries, on different systems, coming together. They all have to report back to the client on the same thing. I think we should continue to stretch that to see it go further. 2. Linking home ownership and super: Possibly an innovation for the future, when we start to look at how hard it is for young people to get a home, is to try and work out how we take this big superannuation asset and allow people to see them as two linked things not as completely separate things. I know this has been on the table before, but it s becoming a bigger and bigger issue for young people to find the must-have deposit. 16

17 3. Funding: I think the other big innovation could be how we use this big superannuation asset to fund mortgages, to be a funding mechanism so we don t have to go overseas and be subject to those risks. These are the sort of intersections that I see which starts from the customer s point of view and works backwards to see how we can manage the assets in a way that is more beneficial for all stakeholders. Vibha Coburn (Citi) In Singapore, they already have such a scheme. It is administered through the government Central Provident Fund (CPF) which is equivalent to our Superannuation fund. Everyone uses their CPF accounts for their mortgage deposits. People make monthly contributions into this fund, however, their monthly repayments also are covered in part or fully from this fund. Under a formula they contribute a certain percentage of income (16% to 20% with a cap of S$5,000 per month), so that when the house is sold, the funds go back to their superannuation fund. The fund is used for their primary owner-occupied home. 81% of households in Singapore live in public housing and this scheme works quite well for the younger generation too. Matt Lawler (Yellow Brick Road) In this way the funds are not lost forever. They are still in the system. It s just been invested in a different asset (ie property) which is not a bad performing asset historically. Steve Kane (NAB Broker) There are two aspects. One is the funding of the whole channel, the whole mortgage business and using super funds and this asset class as part of the investment strategy. The other is the huge wealth transference going on. A lot of people are retiring and have a massive amount of wealth sitting in super. Parents now have the ability to use their super in an efficient way to assist their children get into property. There has been some commentary that at auctions, it is actually Mums and Dads investing in units for their children for 10 to 15 years time. This links up to the first question about integrating broader wealth and advice. There is no doubt that there is a lot of convergence going on. It may not have gone quite at the pace everyone expected, but it is happening. Maybe we should consider a scheme here where you contribute a certain percentage into a fund that recognises that people s incomes grow after years of working, and have some sort of cap on that? Steve Kane (NAB) The Australian Mortgage Report

18 The Singapore CPF scheme Singapore has a compulsory retirement scheme, the Central Provident Fund (CPF). This scheme allows its members to use a portion of their retirement savings to meet the deposit and the monthly instalments on a loan on a Singapore flat. Prior to retirement, a working CPF member will contribute a portion of their wages to the CPF. The level of contribution to the scheme is at a rate of 36% of wage for workers aged 50 or less, with contribution rates decreasing thereafter until retirement. Contributions are shared between the member and their employer. These contributions are primarily intended for retirement and healthcare purposes. There are limits on the amount of savings a CPF member can use for housing. Under most circumstances, the CPF scheme will require members to first set aside a specified amount for retirement before allowing them to use their savings for housing. Nevertheless, those who spend too much on their home may end up with an inadequate income in retirement. Unlike Australia, there is no age pension to fall back on in Singapore. In addition, CPF is an annuity scheme whereby members are required to purchase an annuity with their accumulated retirement savings at retirement. The purchased annuity will provide members a monthly pension until death, thereby protecting retirees from longevity risk. This is unlike the Australian system where majority of retirees withdraw their super in a lump sum form which consequently creates greater exposure of longevity risk for the individual retiree. So while it may be interesting to consider the potential to use accumulated retirement savings for a housing deposit, there are many other aspects of the design (especially potential retirement adequacy impacts) that would need to be considered. 18

19 Competition The consensus is that the current balance of power between competition and stability is about right, but there needs to be a deliberate shift towards more competition over the next three years. New competition may well be from new online channel lenders (not necessarily banks) such as supermarkets, telecommunication companies and unexpected sources such as data aggregators. Refinancers and upgraders investors returning to property I see the market over the next three years being dominated by refinancers and upgraders, particularly upgraders, as consumer confidence has returned to the market place. We are seeing a lot more lending to people moving to better homes. 30% 25% 20% 15% 10% 5% 0 A - Refinancing and upgraders C - Investors E - Non-prime lending Where will the growth opportunity be over the next three years? Graham Mott (Deloitte): I notice from the responses that opportunities over the next three years will remain with refinancers and upgraders as well as investors. The growth in SMSF lending is moving ahead, but not as much as all others. Mike how do you see the market? A B C D E B - SMSF lending D - First home buyers For investors, with the ASX at its highest level for many years, good yields are becoming quite scarce, so I think a lot of investors will return to property. James Hickey (Deloitte) Is that the right mix in the next 3 to 5 years that refinancers and investors will have a greater share of the mortgage market than first home buyers? Steve Kane (NAB Broker) It has always been so. It is just accentuated presently with a significant dip in first home buyers in recent times. Michael Russell (Mortgage Choice) Our own data in terms of the first home buyer mix is very consistent and is where it has always been. So it concerns me that with the removal of the FHOG (First Home Owner Grant) from established properties in most states and territories, that we may be under-reporting first home buyers to the Australian Bureau of Statistics. Additionally, we are not including in the first home buyer count those genuine first home buyers who are electing to buy an investment property in lieu of a property for owner occupation. This is a growing trend amongst discerning first home buyers, yet their presence as first home buyers is not being accurately recorded. Figure 7: Source: Deloitte Actuaries & Consultants 2014 Michael Russell (Mortgage Choice) I voted for refinancers and upgraders and investors. Certainly Mortgage Choice has a strong desire to write more SMSF lending, but the real issue for our franchisees is the up-skilling required to give them the knowledge and confidence to advise on this new lending product. Brad Gravell (ANZ) You are right, because the returns provided don t necessarily give a scientific specific data point for First Home Buyers. They are using proxies like LVRs, as well as grants, and other surveys in the market to form their conclusions. What makes it worse is that in the last couple of years, the movement of activity from other segments is also clouding the data. So you are right the data on first buyers is not necessarily absolutely correct, but it may well be so relatively. The Australian Mortgage Report

20 Steve Kane (NAB Broker) On the credit side of the business, affordability is becoming more difficult for the first home buyer. The need to have a 5-10% deposit combined with the propensity of lenders to write 90/95% plus LVR transactions, shows that the banks risk appetite may have changed, as well as the quality of the data. Frank Ganis (Macquarie) Given that lending criteria has tightened post 2008, it is now much harder for borrowers to access greater than 90% funding, particularly for prospective First Home Owners who are also bidding against other established purchasers/owners. The challenge though, is capturing the first home owner data, as there are trigger points when you capture that data and when you fund the loan. But without the requirement for the FHOG, it is more difficult. Michael Russell (Mortgage Choice) In the last 30 years there s also been a fundamental shift in the expectations of First Home Buyers who now want and expect to buy in either the area they were brought up, or in close proximity to their place of work. First Home Buyers now are buying a far greater percentage of established property as opposed to new dwellings on the fringe. Louise Denver (left) Deloitte, Frank Ganis (Macquarie) Katherine Milesi (Deloitte) 20

21 First home buyers While the mortgage market is showing strong growth in settlements, with more than 20% annualised growth leading into 2014, this masks the fact that most of this activity is from existing borrowers. James Hickey looks at what can be done to ease the process for First Home Buyers. Average Loan Size ($000) Jan-00 Jul-00 Jan-01 Jul-01 Jan-02 Jul-03 Jan-03 Jul-04 Jan-04 FHB Av Loan Size (LHS) Non-FHB Av Loan Size (LHS) FHB % (RHS) Figure 8: Source: ABS & Deloitte Actuaries & Consultants % 40% The stark reality is that it remains very difficult for First Home Buyers to enter the Australian property market. Recent figures show that the proportion of First Home Buyers has fallen to its lowest level in more than 10 years, sitting at barely over 12% of all new loans issued as we move further into Jul-05 Jan-05 Jul-06 Jan-06 Jul-07 Jan-07 Jul-08 Jan-08 Jul-09 Jan-09 First home buyer Jul-10 Jan-10 Jul-11 Jan-11 Jul-12 Jan-12 Jul-13 Changeover buyer % of all dwellings financed However, the average loan size taken on by First Home Buyers is not dissimilar to that of non-first home buyers (with each around $300,000). The difference is that non-first home buyers have the benefit of existing equity accumulated in their current property. This, combined with often better income serviceability power, make it a relatively easier purchase for non-first home buyers. Data about the age profile of first home buyers and non-first home buyers supports this. It is interesting to note that not all first home buyers are under the age of 35. More than one-quarter are over 35 years of age, with a stronger income base to leverage. So what can be done to improve the plight for First Home Buyers? Do lenders need to design a product solution? Do governments need to offer more grants? Do housing bodies need to build more affordable housing? Do the tax benefits favouring investors (with negative gearing) need to be amended? Or does the burden of heavy upfront stamp duty need to be rebalanced with other taxes? The reality is that the solution will likely require a whole range of incremental actions. Perhaps the most important action will be for First Home Buyers to set realistic expectations about entering the property market. If the expectation is to replicate what Mum and Dad have with the family house, this may be a step too far initially. It would be more prudent to focus on more affordable units, build up equity, use this to move up the property ladder and upgrade over time. It s not easy for First Home Buyers, but there are steps that can ease the process. 20% 0% 15 to to to to to and over Age of reference person Figure 9: Source: ABS, Deloitte Actuaries & Consultants 2014 The Australian Mortgage Report

22 Competition (Cont.) How would you rate the current balance of power between competition and stability? 100% 80% 60% 40% How would you rate the current balance of power between competition and stability? And where does the future balance of power need to be? James Hickey (Deloitte) The majority of the roundtable thinks the current balance of power between competition and stability is about right, but that if anything, over the next three years, there needs to be a deliberate shift towards more competition. 20% 0 A B C D A - Too weighted towards regulatory financial stability B - About right C - Too weighted towards supporting competition Patrick Tuttle (Pepper) I think the level of competition is about right. I hope the Financial Systems Inquiry doesn t turn into a bank bashing exercise as that would waste everyone s time. Frankly the non-banks benefit from the major banks strength as much as anyone else. As a non-bank lender, Pepper relies on wholesale funding from the major banks. They also help us distribute our bonds in the debt capital markets. Where does the future balance of power between competition and stability need to be? 100% 80% 60% 40% 20% A B C 0 A - More strengthening of regulatory financial stability B - Continue as is balancing both needs C - Deliberate shift is required towards supporting more competition Figure 11: Source: Deloitte Actuaries & Consultants 2014 Patrick Tuttle (Pepper Group) Frankly the non-banks benefit from the major banks strength as much as anyone else Patrick Tuttle,Pepper Group 22

23 Securitisation and funding I want to see securitisation as a huge topic in the Financial Systems Inquiry due to its importance to the regional banks, non-banks and even the larger banks as a source of funding diversification, and hence a catalyst for a more level playing field. More funders will be able to participate in the Australian mortgage market and competition will be facilitated as a result of a more vibrant securitisation market. Securitisation has been much maligned because of the issues which emerged in the US sub-prime market, however there is increasing global recognition of securitisation as an important and legitimate funding tool for residential mortgage lending. Where will new non-major competition come from? James Hickey (Deloitte) When we asked last year where most non-major competition would emerge from, the majority of respondents said large regional banks or new online lenders. This year, while online still remains a key competitive threat, the vote for regional lenders appears to have reduced and non-banks lenders have stepped up. Any views on this? 45% 40% In a market like Ireland where Pepper operates a substantial loan servicing operation, unless securitisation gets going again, or there is funding from other sources, there will be no credit growth because the domestic pillar banks are frozen and all the foreign banks are pulling out of the market. 35% 30% 25% 20% 2012 Survey results So, unless there s funding from sources like securitisation, the banks won t be able to grow lending and support the household and SME sectors. If you focus on securitisation as a way of levelling the playing field I think it s a good start. It certainly facilitates lending competition in the Australian market, particularly for smaller banks and non-bank lenders because we rely on it as a key source of funding. Frank Ganis (Macquarie) Competition is about right based on what we have experienced in other markets globally over the last five or six years. In my view the regulators engaged at the right time and implemented sensible policies in relation to protecting the market from running away and getting overheated. I think more competition is required in the future as the market stabilises and expansion of funding opportunities grows. For example, development of potential funding for mortgages like in Canada, where the Mortgage Bonds are enhanced by the government to support growth and funding, which may also help banks with regulation. 15% 10% 5% 0 A B C D E Large regional banks Non-bank lenders Existing foriegn banks in Australia Clive Van Horen (CBA) I suggest one of the reasons for the drop in competition from the large regional banks from last year s survey is that they are no longer new. There are more large regional banks in the market, with the likes of Suncorp, BOQ, Macquarie etc. that are much stronger today than they were a year ago. Steve Kane (NAB Broker) New non-major competition will come from the new online channel lenders but not merely online but the new entrants such as the supermarkets coming into banking. That s where there s likely to be change. Mutuals New online channel lenders Figure 12: Source: Deloitte Actuaries & Consultants 2014 The Australian Mortgage Report

24 Clive Van Horen (CBA) As for the new online channels it is not an either/or, it is both. The future will be more about how digital will be integrated into everything else. You may know of the example in the US: Quicken Loans? Its legacy is as an accounting software company. Fifteen years ago it didn t do mortgages. Today it is the third largest mortgage writer in the US. Given our very healthy profit pool here in Australia, lenders like Quicken and organisations like Coles etc will have to be looking at our profit pool. The future will be more about how digital will be integrated into everything else Rob Plow (UBank) I think the uptake will be consumer-driven. Currently there is only a certain segment of the market that is willing to completely self-serve and go through 100% of the fulfilment process online. When this expands there will definitely be an opportunity to be disruptive. However building the confidence of all consumers as to the benefits of self-service will be a challenge. As for increasing competition, the focus of the conversation around this table so far has been about what actions the Government and the banks themselves will undertake. I think the consumer will also drive this competition, as access to information through digital becomes more and more widespread. This is especially true in Australia due to the comparatively high take up of mobile devices. The interesting point will be how customers interact with mobile When our customers get to the point that they are willing to spend every day on their mobiles, this confidence will then expand an expectation that they will be able to do more and more while they are mobile, and that will have a large impact on the market. Brad Gravell (ANZ) Google published an interesting statistic showing a direct correlation between online searches for home loans and a three month lag for system approvals. It suggested a much higher correlation than any other online research-to- purchase activity which consumers are doing. The bottom line is that vast numbers of consumers are actually shopping for mortgages online. At the moment they are going offline to other channels to fulfil. As soon as someone can make that next step and then the next step, and remain comfortable to stay in that online environment, given customers are starting there, that will be the tipping point. It won t necessarily be end-to end, but there will be players in this space, both traditional and new, that are harnessing this consumer trend whether we like it or not. Vibha Coburn (Citi) It s like payments. Payments use to be sacrosanct solely to bank providers. Now we have Paypal and online retailers like Amazon that asks you to pay through your Amazon account although there is bank issued credit card at the end of it. Matt Lawler (Yellow Brick Road) That s why it s important. When we talk digital, it s an amorphous mass. You have to break it down. To me digital is in three parts: 1. Customer acquisition: to set yourself up with a website, to let people know what you do and invite them to come to you. This is capital light. 2. Back end: As Lisa mentioned digital is also more and more about what you do at the back end with data and the ability to present your data so that people and intermediaries etc. can see it and use it. 24

25 3. Transactions: The bit in the middle how you transact and how you become a customer very quickly and very efficiently, that s the stuff that scares me if we are not addressing it. We can do the front end ourselves. We don t need large capital projects to do that. There are people out there that will do it relatively cheaply. All banks do it and a lot of specialist organisations can do it for smaller businesses like us too. But the bit in the middle if you can nail getting the transaction done so that a consumer bypasses the intermediary, and then bypasses going to a branch that is what will destroy the traditional business model in financial services. Disintermediation has had a big impact on retailers like David Jones and Myer. It destroyed music retailers like Brash s and Sanity. As soon as you can do all you need to online and become a customer without the need for an intermediary then that scares me. Even though I would always argue that face-to-face advice is the best advice you are going to get, I am not going to sit around and ignore this possibility. Michael Russell (Mortgage Choice) The strong digital brands do concern me. Google, Yahoo, Coles, Woolworths and Apple are the ones that alarm me in terms of their capability to quickly morph into a financial services business. Lisa Claes (ING Direct) Those brands have reshaped customer expectations. Customers don t look at everyday consumables and financial services in compartments. Google, Apple and Amazon have completely reshaped what customers expect from any product or service provider. And they say: Why can t my bank do this as well? And the bank that does: that can deliver quickly, and offer access, transparency, and immediacy while providing financial services well it will be the financial services institution that will win. Matt Lawler (Yellow Brick Road) There is, perhaps, an impediment with the current incumbents in that they have multiple channels. So if a major lender for example, which gets a big chunk of its business from the intermediary market, was to become hugely successful in their direct channel, at the expense of investing in and making it easier for the intermediaries to do business with them, then the intermediaries would vote with their feet. An incumbent, whether it is a major bank or otherwise, does and will have a lot of channel conflict and therefore difficulty getting their direct channel to dominate. But Lisa, I think you re right. If someone that doesn t have that channel conflict baggage or that legacy, says: I don t care, they will win. Chris Wilson (Deloitte) Quicken is really interesting because what it has done really well is to change its business model from the provision of accounting services to small businesses, to accessing the data resource of its amazing customer base. Lisa Claes (ING Direct) Michael Russell (Mortgage Choice) Quicken quickly saw that it was having conversations with its customers about their finances. It knew where its customers loans were. It was very easy for them; because it is not an easy thing to do, although it may be an easy thought process. The Australian Mortgage Report